Workplace Politics
Discussion
OK chaps as PH is the numero uno source of genius on the web, and has many cunning feral residents I need some advice.
I have recently changed jobs and for the most part it is brilliant and interesting work. Part of my role involves working with another department. Now this other department is overseen by a manager who whilst a mere boy is in cahoots with the big cheese. Basically his s
t don't stink according to the top man. Now to the meat of the story. This department is a mess, lack of direction from this chap severely impacts my role and whilst I do my best to counter it and on the whole succeed, its a pretty poor effort on their behalf when 3 staff are doing the damnedest to make my job harder because of their lack of knowledge and quite frankly woman like behavior with every demand from my department met with a whining response. After offering to bail out said department was rejected on the basis of "we don't have a problem"
How can I play this game without resorting to taking the tubby little gaylord outside and kicking his perfect teeth in?
I have recently changed jobs and for the most part it is brilliant and interesting work. Part of my role involves working with another department. Now this other department is overseen by a manager who whilst a mere boy is in cahoots with the big cheese. Basically his s
t don't stink according to the top man. Now to the meat of the story. This department is a mess, lack of direction from this chap severely impacts my role and whilst I do my best to counter it and on the whole succeed, its a pretty poor effort on their behalf when 3 staff are doing the damnedest to make my job harder because of their lack of knowledge and quite frankly woman like behavior with every demand from my department met with a whining response. After offering to bail out said department was rejected on the basis of "we don't have a problem"How can I play this game without resorting to taking the tubby little gaylord outside and kicking his perfect teeth in?
DMAIC! Heard of that from 6 Sigma type training?
Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
mat205125 said:
DMAIC! Heard of that from 6 Sigma type training?
Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
excellent stuff!Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
I shall investigate this further, thanks for the input!
mat205125 said:
DMAIC! Heard of that from 6 Sigma type training?
Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
Have you got a little badge?Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
Famous Graham said:
mat205125 said:
DMAIC! Heard of that from 6 Sigma type training?
Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
Have you got a little belt?Define
Measure
Analyse
Improve
Control
No point going to someone saying that you have a problem without evidence. They'll just come back and say there isn't one, as they already have.
You need to define your problem (cost? time? efficiency? - Always bring it back to £££££££)
Measure the size of the problem. Gather data to get to the next stage.
Analyse your data. Cause / effect etc.
It's not your department, so you need to no suggest the improvements.
To summarise, always arm yourself with as much data as possible the can be presented (or manipulated if you are a Prime Minister or Safety Camera Partnership) as facts to counter objections and whinging from said department brown nose.
Gun said:
Tape the handset button down on his phone so when the phone rings and he pick the receiver up, it'll still ring, childish but funny to watch!
I do all that at the moment, along with unplugging his mouse, removing a wheel from his chair, the usual office hijinx, hes still a bellend though. Not being a brown noser I fail at that facet of the office politic, I usually get fired for insulting people when their precious little dispositions are unbalanced when confronted with my direct manner of speaking. Most of the aussies i have worked with are a bunch of backstabbing whiners, who have no spine. Its that attitude I have to work around.
Just produce a nice memo to Boss which explains the problems your department is having (i.e. each time you have to wait for them to do something, each time they make an error) and explain the cost to the company of each one. Log this for about a month, and produce a nice spreadsheet (a&&wipe bosses love these, try to put a few things in different colours too, they go nuts for that).
Once there is a large breakdown of how much money johnny feckwit is costing the company, something might be done...
Have you also spoken to other teams who deal with the feckwit? If so, try to get them to do the same...
Once there is a large breakdown of how much money johnny feckwit is costing the company, something might be done...
Have you also spoken to other teams who deal with the feckwit? If so, try to get them to do the same...
FarleyRusk said:
You're not going to get to the top at that company no matter how well you perform. Leave and find a place better-suited to your values (or staffed by your mates) 
Luckily for me my direct boss is a fellow pomgolian and we get on like a house on fire so its not so bad. I feel bad for the lads who work under the bell-end, as they have no direction, and feel its unfair to target them for their lack of understanding. As of January when we come back from the holidays, I'm going to keep a running total of events that impact my day directly caused by this muppet. Hopefully some nice pie-chartage will get some results. 
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